Transcript IP management in knowledge transfer Dr Alun Tlusty-Sheen MInstKT AURIL Council www.auril.org.uk University of Westminster www.westminster.ac.uk.

IP management in
knowledge transfer
Dr Alun Tlusty-Sheen MInstKT
AURIL Council
www.auril.org.uk
University of Westminster
www.westminster.ac.uk
Briefing
• “I believe the work of the Institute for Knowledge
Transfer and of AURIL in building capacity for
successful knowledge transfer is exemplary in the
European region … [would you]
• share your organizations' experience with and approach
towards IP management in knowledge transfer
• help our constituents advance their understanding of these
issues
• identify what steps they can take to promote knowledge
transfer in their countries
Roles in IP Management
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KT Officers
Government Money
IP Income
AURIL
KT Training
Abbreviations
• HEFCE
– Higher Education Funding Council for England
• HEIF
– Higher Education Innovation Fund
• HECAF
– Higher Education Active Community Fund
• HEI
– Higher Education Institutions
• PSRO
– Public Sector Research Organisation
About me …
• UK KT since 2003 at University of Westminster
• International KT 1994-2002 London Business
School
• MSc LBS 1992-93, Research Fellow
• Marketing B2B Software 1984-1992
• D Phil “Prehistoric Iraqi Archaeology” Oxford
1979-1982
… “normal” path for UK KT people …
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What do we do – 1
Manage intellectual property
Broker partnerships and strategic alliances
Identify, evaluate, exploit knowledge
Bid for research / exploitation / development
funding
Manage contracts for research and
consultancy
Conduct/commission technology audits
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What do we do – 2
Create Start-Up / Spin-Out Companies
Negotiate contracts, close deals including
licenses
Support and train Company managers
Establish work-based CPD training
programmes
Hire of equipment and facilities
Train fellow professionals
Market and promote services
Organisation (HEIs and PSROs)
define and manage KT differently
• Part of Academic Administration
• Part of Corporate Services
• Report direct to Vice Chancellor
• 100% Subsidiary Company
• Public Company with external shareholders
… with different missions …
Different Missions
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Raise income
Regenerate local economy
Accelerate diffusion of new discoveries
Improve student employability through more
relevant curricula delivered by more real world
aware academics
– Spider diagrams that follow from Library House Metrics for the
Evaluation of Knowledge Transfer Activities at Universities March
2009 - www.libraryhouse.net
University of Oxford
Spin Outs - Queen’ University
Belfast
Consultancy- University of Surrey
External Investment Raised by
Spin Outs UCL London
Contract Research and Spinouts
Imperial College London
Wide range of actions underpinned by
common skill bases
• Problem solving and managing
• Information & Communications
• Relationships
• Decision Making Process
• Commercial Interface
• Projects
• Operations Within a Legal Context
Impact
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Private Sector => competitiveness & growth
Public Sector => effective, harmonious policy
Culture => enrichment
Community => resources and ‘voice training’
… a more ‘intelligent’ society …
Government Money (www.hefce.ac.uk)
2000-2004
(Bid)
£210M
– HEROBC, HEIF 1, HEACF
2004-2006
(Bid)
£200M
– HEIF 2, HEACF 2
2006-2008 (Allocation +Bid)
£238M
– HEIF 3
2008-2011 (Allocation –max&min)
– HEIF 4
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http://www.ikt.org.uk/heif3/Heif3landing.aspx
£400M
IP Income
• In 2005-06 and 2006-07 just over 1% of University
income £94 million at an IP protection cost of £17 £20 million
• 29 HEIs spent more on protection than income – 72
HEIs had more income
• 13 >£1M (#1 £9M, #2 £3M), 6 >£0.5M and 19 >£0.1M
• Collaborative Research £651 - £783 million 8%
• Consultancy £242 - £288 million 3%
AURIL is the largest knowledge transfer
professional body in the UK and Ireland
dedicated to
• Developing partnerships between higher
education, business and the community
• Supporting innovation and competitiveness
• Representing industrial liaison, knowledge/
technology transfer, commercialisation,
research administration specialists in UK and
Rep. of Ireland
AURIL Offers
• Ability to influence national thinking eg funders,
Government, industry and other stakeholders
• Exchange of best practice through the
development of policies, processes, guidelines
and procedures and their measurement and
performance monitoring
• Networking and collaborative partnerships –
Annual Conference, GINNN ‘professional-social
network’, SIG/Professional themes
An Example: Lambert Agreements 2004-2009
http://www.innovation.gov.uk/lambertagreements/
• Idea to provide ‘standard’ contracts for 5 common forms
of University-Industry Collaboration
– Reduce negotiation time,Support ‘naïve’ negotiators
• Findings of 2009 not officially available …
– Lambert ‘4’ most popular
– Industry still sees
• IP policy, bureaucracy and influence of legal
professionals as main barriers to KT
– Universities still see
• Lack of resources as an issue and to a lesser
extent those above
KT Training-Learning from Experience
• KT as Project Management with a twist does not
work
• KT is a loose collection of defined competencies
eg legal
• KT is an interfacing role between many
stakeholders
KT Training - Institute for Knowledge Transfer
www.ikt.org.uk
• Stakeholders through IKT recognise relevant
external ie not IKT provided training for definable
competences
• Effectiveness is the ability to call on and manage
expertises
• Fellow practitioners recognise effectiveness and
elect Members
• Mentor network starting October ‘08
Next Steps
• Professional association for University/PSRO KT
Units to foster dialogue with
– IP users
– Government
– Own institution
• Professional association for KT individuals to
develop the individual skills and esprit de corps
KT is an Emerging Profession
• Older professions can be more prescriptive
about knowledge bases eg law, medicine
• KT may be more rigidly defined in future
• Present needs satisfied by diversity of skills and
origins
• Interpersonal skills vital